Greenpeace USA
Executive Director Search
A Resurgence of Leadership

Greenpeace USA is seeking a proven leader to advance its work as an independent, campaigning organization which uses non-violent, creative confrontation to expose global environmental problems both nationally and internationally. We are one of 29 national organizations within Greenpeace International (GPI), whose primary aim is to achieve success in global campaigns operated on an international basis. One of the key challenges facing Greenpeace USA’s new Executive Director will be to utilize this unique international potential to build the capabilities of the organization within the United States, and to become a more effective participant influencing the outcomes of global environmental campaigns. The expanding reality of globalization and its effect on our lives makes this position an extraordinary opportunity to demonstrate environmental leadership. A second key challenge will be to provide the solid and professional management required for this complex organization, ensuring the Executive Director will be able to focus on the essential external, vision-oriented role.

Mission Statement and Values

Greenpeace is an independent, campaigning organization that uses non-violent, creative confrontation to expose global environmental problems, and to force solutions that are essential to a green and peaceful future.

We fulfill our mission through our commitment to the following values:

Creativity – we are highly creative in our approach to environmental problems, and value innovation, risk-taking and a keen sense of humor.

Diversity – we are an international organization and value diversity in all forms – in our staff, in our beliefs, and in the global Greenpeace community.

Boldness – we are a bold, independent, confrontation organization and value the use of non-violent direct action to bring the public’s attention to environmental destruction.

Teamwork – we believe that cooperation, mutual support, and recognition of staff achievements, are a key to a cohesive and stable environment conducive to affecting change.

Respect – we respect all staff, their ideas and opinions. We are committed to regular, direct and open communication. We also respect and value the organization’s resources and use them wisely.

Greenpeace International (GPI)

Greenpeace was started in 1971 to stop nuclear weapons testing. The organization rapidly expanded internationally, especially during the mid-70’s when the ‘voyages to save the whales’ were seen on television around the world. In 1979 Greenpeace International (GPI) became the coordinating body, based in Amsterdam since 1989. The name ‘Greenpeace’ is licensed by GPI to national organizations, which are responsible for contributing at least 18% of their annual income to support international campaigns. A Greenpeace Council representing all the national offices meets annually to elect a seven-member International Board of Directors, responsible for overall policy and direction, and for hiring the International Executive Director. A Board member (often the Chair) of GPUSA is a member of this Council. The international office approves the annual plans for national offices, coordinates international campaigns, operates a fleet of campaign vessels, and ensures consistent policy, campaign focus and communication worldwide. The Executive Director of GPUSA participates in international decision-making through bi-annual meetings of all national EDs from around the world. Greenpeace USA senior staff likewise participates in regular international meetings dealing with campaign, communication, and fundraising strategies.

Greenpeace USA (GPUSA)

Greenpeace USA celebrates its 30^th anniversary in 2001. The organization’s rich history demonstrates credibility and an uncompromising attitude in undertaking direct action to protect the environment and raise public consciousness. Greenpeace was one of the first organizations of its kind and was seen as an early crusader, generating wide public support and a reputation as a large, visible, action-oriented environmental group – 8 out of 10 Americans continue to recognize the Greenpeace name today. In the 90’s, however, Greenpeace USA began to have problems. New environmental groups had sprung up around the country, creating more competition for public attention and financial support. In addition, loss of focus, lack of leadership, repeated annual deficits, and lack of the professional management required to sustain growth in a more competitive environment, resulted in a financial crisis, internal disagreements on the proper course of action, and eventually major staff reductions (from 400 to 67) in 1997. Greenpeace’s canvassing operation – a door-to-door program for public education and fundraising – and many branch offices were also closed. In 1998 and 1999 a new Executive Director righted the organization’s finances and put in place strong development and communications staff. However, governance conflicts and internal strain continued, resulting in the recent departure of key staff and the Board.

Restructuring

Early in 2000 two new ‘outside’ Board members were appointed by the one remaining Board member and given the mandate by Greenpeace International to resolve governance issues, to begin rebuilding the Board, and to re-focus the organization on its primary mission. Subsequently the new Board met with the Voting Members (the body responsible for electing the Board – about 100 individuals who have served at least six years working or volunteering in various capacities for Greenpeace) at the Annual General Meeting. Over the two-day meeting agreement was reached on a process for clarifying eligibility and participation of Voting Members, revising the Bylaws, electing additional members to the Board, and hiring a new Executive Director. The present Board, which is responsible for hiring the new Executive Director, was given a unanimous vote of confidence by the Voting Members. This meeting is widely viewed as a turning point for Greenpeace USA in refocusing on its mission, resolving remaining problems and regaining its prominence as an organization.

Organization and Finances

GPUSA has 67 employees in five departments: Campaigns, Communications, Development, Finance and Human Resources. The Director of Finance is also the Director of Development; the positions of Director of Campaigns and Director of Communications are open. The Director of Finance and Development is presently the senior staff person, coordinating the Staff Management Team until a new Executive Director is named. While many of the staff are new (hired within the last year), talented and capable, there remain a core of experienced and seasoned personnel.

The Campaign Department has been most affected by the internal problems of the organization and loss of experienced personnel, and GPI is providing technical assistance and support to rebuild this team. A temporary Campaign Director will be in place shortly and a highly experienced international senior campaign staff person is providing training and staff development on a contract basis. Current campaigns are working on U. S. fisheries to protect ocean ecosystems by eliminating industrial trawlers and reducing fishing capacity; a whales campaign to stop commercial and scientific whaling; a global warming campaign to replace fossil fuels with renewable energy, eliminate government support and subsidy to the fossil fuel industry, and increase investment in renewable energy sources; a toxics campaign to eliminate the worst environmental toxic chemicals, Persistent Organic Pollutants; and a genetic engineering campaign to prevent further irreversible releases of GMOs in the environment. The GMO-FREE campaign offers perhaps the best potential for immediate visibility within the United States.

Staff continues to move forward on the objectives for 2000, which include a new identity program to heighten the image and presence of Greenpeace, an expanded website, a major direct mail membership acquisition program, and relocation to new offices in a showcase ‘green’ building in Chinatown, D.C. Computer information systems and staff are in place supporting operations and finances throughout the organization. GPUSA currently has 292,000 supporters and an operating budget of $24.7 million. Sources of revenue include direct mail marketing, major gifts, foundations, planned giving, licensing, and newer initiatives utilizing direct tv and the internet.

Leadership Challenges

Refocus Greenpeace on its Mission, build consensus for its global mandate

As part of downsizing and closing of the canvassing program, there remains a sense of loss within the organization. It is seen as a loss of grass-roots connections, a diminished role for Greenpeace within communities - particularly within disadvantaged communities, a betrayal of commitments, some in anger have even called it a racially motivated decision. Finding new ways to garner a groundswell of public support, where canvassing once served that role, and to re-examine the organization’s mission in light of internal downsizing and rapid globalization, are major challenges facing a new Executive Director. To move forward will require revisiting the mission, providing leadership and building consensus for the global mandate of Greenpeace, while finding what campaigns, where, who and how, will bring about the resurgence of Greenpeace USA with credibility and vision. The Executive Director will have to demonstrate vision while involving and inviting genuine participation from Board, staff, GPI, voting members, and the wider environmental community.

Strengthen the partnership with Greenpeace International

During the crisis GPUSA experienced, GPI took a more and more active role in seeking solutions to the problems in USA. Eventually, the close involvement of GPI in the running of GPUSA led to a perception of undue influence and a feeling that GPI did not fully understand America or Americans. GPI has now stepped back at the level of overall governance to permit USA to finds its own internal solutions while remaining committed to global activism as the primary mission. The new Executive Director will need to provide leadership to GPI in representing GPUSA, and in strengthening the partnership relationship. GPI and GPUSA will need to build governance consensus in building GPUSA as well as strengthening its unique international position.

Provide strong management support and staff development

The staff needs leadership and staff development. The new Executive Director will need to put key department directors in place and be a role model for team building and delegation, while providing overall direction. This will be a critical factor in the Board’s hiring decision. The organization has an annual departmental budget and program planning cycle that is integrated internationally, but little experience in institutional and long-range planning. The Statement of Values accompanying the Mission Statement is one of aspiration that will require leadership to fulfill.

Build responsible governance to support Greenpeace goals

Because of the recent history of the Board, the staff, and the voting members – the new Executive Director will need to work closely with all parties to build support, clarify responsibilities, and then ensure that each ‘branch’ of the organization – including him/herself – is performing and that each knows what the roles of the other are as well. While in large part a communications task, it will also require attention to structures such as bylaws and agreement on long range plans. A key issue is composition of the Voting Membership, which elects the Board. They have agreed to review eligibility and propose bylaw amendments to resolve outstanding issues of composition, size, terms, and conflict of interest.

 Criteria for Selection of new Executive Director

The ideal person should have demonstrated success in managing complex organizations, preferably as a CEO or as the founder of a NGO; experience in or understanding of integration of campaigning, direct action, communications and fundraising to achieve primary institutional goals; an understanding of non-profit financial management and fundraising; the ability to develop effective political strategy, with the Board of Directors and senior managers; an intellectual understanding of global environmental issues and commitment to a global perspective; a commitment to non-violent action and movement-building campaigns; a commitment to diversity; strong interpersonal team-building skills, fairness and honesty in dealing with others; media savvy would be a welcome additional credential, as would participation in non-violent civil disobedience actions.

Response in complete confidence to: Robert Sellery Associates, Ltd.; 1155 Connecticut Avenue, N.W., Washington, DC 20036. Email: sellery@cais.com. FAX: 202.333.1167.

Respond in complete confidence to:
Robert Sellery Associates, Ltd.
1155 Connecticut Avenue, N.W.
Washington, DC 20036
Email: sellery@cais.com.
FAX: 202.333.1167.

ROBERT SELLERY ASSOCIATES, LTD.
1155 CONNECTICUT AVENUE, N.W.     WASHINGTON, D.C. 20036     202. 331.0090
sellery@cais.com